Abstract

This study proposes that small and medium enterprises (SME) make use of entrepreneurial bricolage, to reconcile the tensions between exploration and exploitation and pursue ambidextrous strategies. Moreover, we examine how two top management team (TMT) attributes, namely networking ability and cognitive diversity, enhance firms’ ability to engage in bricolage successfully. Lastly, we test a mediated model, exploring direct and indirect effects (mediated by bricolage) of these two TMT attributes on organizational ambidexterity. We tested these hypotheses on a crossindustry sample of 237 SMEs. The results provide substantial support for our hypotheses.

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